The Effects of Condition Monitoring on Planning & Forecasting During Supply Chain Uncertainty
It is no secret that as business leaders and decision makers, supply chain uncertainty has created increasing and unprecedented challenges for us all in the last fiver years in particular. In an era recovering from a global pandemic, and of growing political and economic unpredictability, few sectors feel the strain more immediately than manufacturing. For supply chain managers and senior decision-makers, the ability to plan and forecast effectively has become increasingly complex–and increasingly critical. Amid this uncertainty, one strategy continues to prove its value: condition monitoring.
While condition monitoring is often discussed in terms of technical benefits–reducing unplanned downtime, protecting and extending asset life, increasing productivity and return on investment–its influence goes far deeper than buzzwords. When deployed strategically, condition monitoring acts as a stabilizing force in unstable times, offering manufacturers a data-driven way to bring greater precision and confidence to both planning and forecasting.
Reliability: The Foundation of Accurate Forecasting
Forecasting is only as good as the inputs that shape it. When machines are unreliable or production lines are prone to sudden failure, the ability to accurately predict output, labor requirements, inventory levels, and delivery timelines begin to unravel. In the manufacturing world, the effects of this failure to properly implement an asset reliability management program triple downhill as well; The effects of reactive rather than proactive maintenance can be felt by every level of company success, from operational costs internally to the end-user customs all the way down the line.
Researchers from University of Arkansas Walton College of Business explain the repercussions:
“Variability in lead time order fulfillment, and production cycles forces companies to maintain buffers in the form of inventory or capacity, which come with trade-offs in cost and responsivenes.” (Walton College, 2023)
Buffers, while helpful, are not a long-term solution. Over time, they increase those operating costs which must eventually be passed on to customers, impact labor, and compromise competitive advantage, often masking deeper reliability issues. This is where condition monitions shines.
Condition Monitoring as a Planning Asset
By continuously tracking the health of critical assets, condition monitoring enables early detection of wear, misalignment, imbalance, and other failure modes. Armed with this data, maintenance teams can schedule interventions before failures occur–avoiding disruption and ensuring production plans remain intact. Planning proactively in maintenance must be treated as a critical step in overall production planning and forecasting strategy.
It’s simple–condition monitoring improves forecasting accuracy. Gathering Datta from the assets your bottom line depends on enables better data-driven decision making. With fewer breakdowns and a clear picture of machin, planners can model output with greater confidence reduce over ordering of spare parts, and minimize the need for reactive labor allocation. Taking the time to add effective condition monitoring to your planning and forecasting process halts the downward spiral that unplanned downtime ha son stakeholders: investors, leadership, suppliers, labor, and customers alike.
Your Role in the Customer's Supply Chain
It’s easy to focus internally during disruption, but the ripple effects of machine failure extend far beyond your facility.
It’s and often-over-looked phenomenon, but when your line goes down unexpectedly, your customers’ production, delivery schedule, even brand reputation and competitive advantage can take a hit. The RAND Corporation captures this costly mistake well:
“Long-term consequences of disruption do not generally receive attention from organizations whose immediate interest is in filling an immediate need.” (RAND, 2023)
By failure to plan ahead–and include maintenance scheduling and asset health management in your planning and forecasting strategy–you set yourself up for constant focus on short-sighted gains; When your attention is always focused on the “immediate need” or current catastrophe, you hinder your ability to build towards long-term success.
Condition monitoring isn’t just about protecting your assets–it’s about protecting your value and position in the broader supply chain. When customers see your operation as sable and reliable, even (or especially) in time of uncertainty, that becomes a differentiator.
A Strategic Safety Net
According to a 2023 study in Sustainability, companies that invest in reliability-focused systems like condition monitoring experience not only improved operational performance, but also enhanced planning and risk mitigation:
“The implementation of predictive maintenance strategies positively impacts the ability to adapt to supply chain disruptions and improves responsiveness.” (MDPI, 2023)
When the unexpected hits–whether political unrest, material shortages, or transportation delays–a proactive maintenance strategy gives you one less thing to worry about. Machines that run reliably support forecasts that are realistic. And accurate forecasts are the key to making smart decisions in the face of volatility.
Final Thought
Condition monitoring isn’t a maintenance tool. It’s a strategic asset. In times of global uncertainty, it serves as a predictive buffer against the unpredictable. In fact, the investment in an effective condition monitoring program can quickly prove to be a more cost-effective buffer than increasing inventory or stockpiling spare parts. For manufacturers aiming to stay ahead of disruption while strengthening trust across their supply chain, condition monitoring is no longer optional–it’s essential.
At Erbessd Instruments, we continue to support manufacturers with tools that make this reliability possible–not through our technology, but through a shared commitment to resilience, foresight, and operational excellence.
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Gordon, R., Williams, B., Fugate, B., & Balthrop, A. (2021, September 14). Supply Chain Professors on policy: Uncertainty, buffers, and trade-offs. Walton College | University of Arkansas. https://walton.uark.edu/insights/posts/supply-chain-uncertainty-buffers-trade-offs.php
Martin, B. (2024, December 4). Supply Chain Uncertainty: Building Resilience in the Face of Impending Threats. RAND. https://www.rand.org/content/dam/rand/pubs/research_reports/RRA2500/RRA2558-1/RAND_RRA2558-1.pdf
Ojeda, J. C. O., de Moraes, J. G. B., Filho, C. V. d. S., Pereira, M. d. S., Pereira, J. V. d. Q., Dias, I. C. P., da Silva, E. C. M., Peixoto, M. G. M., & Gonçalves, M. C. (2025). Application of a Predictive Model to Reduce Unplanned Downtime in Automotive Industry Production Processes: A Sustainability Perspective. Sustainability, 17(9), 3926. https://doi.org/10.3390/su17093926
Megh Howard serves as the Chief Marketing Officer and Director of People & Culture at Erbessd Instruments. This unique combination allows her to unite the company’s outward-facing brand strategy with its internal culture and values—ensuring that how the company shows up for its customers is deeply rooted in how it operates from within.
Megh believes that a strong, people-centered culture is essential to delivering exceptional customer experiences. By fostering an environment where employees feel valued, connected, and empowered, she helps ensure that customer-first values aren’t just part of the marketing message—they’re lived every day across the organization. Her work aligns employee engagement with service excellence, bridging global teams and creating a workplace that mirrors the trust and support Erbessd Instruments extends to its clients and partners.
A graduate of Hudson Valley Community College and Penn State University, Megh brings a thoughtful, relationship-driven approach to leadership—connecting with colleagues, customers, distributors, and industry peers with authenticity and purpose.
